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All Contents © 2007 Burton Group. All rights reserved. Inertia and Innovation Moving forward safely Chris Howard VP and Service Director The Burton Group.

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Presentation on theme: "All Contents © 2007 Burton Group. All rights reserved. Inertia and Innovation Moving forward safely Chris Howard VP and Service Director The Burton Group."— Presentation transcript:

1 All Contents © 2007 Burton Group. All rights reserved. Inertia and Innovation Moving forward safely Chris Howard VP and Service Director The Burton Group

2 The challenge. Most unsuccessful computing systems have been relatively successful at the raw technical level but failed because of not dealing with breakdowns and not being designed appropriately for the context in which they were to be operated. The most successful designs are not those that try to fully model the domain in which they operate, but those that are in alignment with the fundamental structure of that domain, and that allow for modification and evolution to generate new structural coupling. As observers… we want to understand to the best of our ability just what the relevant domain of action is. This understanding guides our design and selection of structural changes, but need not (and in fact cannot) be embodied in the form of the mechanism. Terry Winograd : Understanding Computers and Cognition (pp.84, 53) 2

3 Financial Services: Inertia Compliance Merger/Acquisition Dynamic Significant Technology Investment Federated Development Teams Security Hardware/Software End of Life Channel Consistency Customer Sophistication Process Automation Network Limitations Attrition on the Front Line Training 3

4 4 User Experience Agility Demands Abstraction Requires Convergence Facilitates

5 User Experience 5 (…to the same person at the same time) Hacked my router IMs, emails and talks on the phone... Huge media consumer Needs little instruction Fearless Kate, age 13 Discards quickly

6 User Experience 6 Earl, age 70 1. When you say phishing he thinks you mean it 2. Mistrusts the computer 3. Only uses the branch… 3.1. …but is starting to explore the internet and… 3.2 …will eventually find

7 User Experience 7

8 8

9 9

10 User Experience: Expectations Multiple channels, same data. Various form factors, maybe in combination No impedance among channels User creates their experience Rich & Adaptive interfaces Maps to skill level Easy to use, but powerful Componentized vs. Structured information Control User has freedom within specified domain Overlapping multitasking What is attention? 10

11 User Experience: Expectations 11 High multitaskers perform # 2 very easily. They are great at suppressing information. 1.Say the color represented by the word. 2.Say the color represented by the font color. What is attention? (Stroop test example) Acknowledgements: Cliff Nass, CHIME lab, Stanford

12 User Experience demands Agility Inconsistency is part of flexibility, of natures strategy of keeping options open. Animals that cannot adapt to new environments will not survive the incessant fluctuations of climate. Consistency and rationality are human virtues in dealing with certain potentially orderly situations; we make excellent use of them in engineering and legal systems, but we shouldnt expect living systems to have made them centerpiece of their operation in a changing, unpredictable world. William H Calvin: The Cerebral Symphony, (p. 313) 12

13 13 The combination of fast and slow components makes the system resilient, along with the way the differently paced parts affect each other... All durable dynamic systems have this sort of structure; it is what makes them adaptable and robust. Fashion & art scream Try this! No, no, try this! Novelty, trends, experimentation for its own sake Commerce absorbs and exploits the pace of fashion and art, creates work and wealth Governance is empowered to take on the cost and disruption of creating infrastructure Infrastructure supports commerce and art & fashion. Its long-term payback isnt justified in strictly commercial terms Varying rates of change = sustainable adaptation Agility: Rates of Change Source: Stewart Brand, The Clock of the Long Now: Time and Responsibility Fast Slow

14 Achieving Agility SOA Style of development Composite applications built from orchestrated services Safety in interfaces Driven from the business domain Business processes factor into services Asset reuse (business and technical) Logic is federated So who owns what? Who is responsible for change? Separation of Concerns Isolating application harmonics Design boundaries relative to change Increased declarative programming Separates what from how 14

15 Achieving Agility Virtualization Runtime responsiveness Environment flexibility Autonomic Computing SDLC Methodologies Iterative development was a great idea But became weighed down with disembodied artifacts Post-iterative methodologies Agile, Extreme Programming (xP), Test Driven Development (TDD), Essential Unified Process (eUP) Adoption in large enterprises increasing Still require architecture and documentation 15

16 Agility requires Abstraction Most technology goes through cycles of development and change in both internal and external complexity. Often, the very first device is simple, but crude. As the device undergoes the early stages of development, its power and efficiency improve, but so does its complexity. As the technology matures, however, simpler, more effective ways of doing things are developed, and the device becomes easier to use, although usually by becoming more complex inside. Donald Norman: The Invisible Computer (p. 171) 16

17 Abstraction (in application design) 17

18 Using Abstraction Best practices become frameworks and platforms Standardize and commoditize Avoid duplication Better control and tuning Capture domain taxonomy Canonical data models Innovation happens at higher levels Because the innovator is not busy re-inventing Easier to align with business goals Detached from implementation specifics Models become first-class artifacts Shared understanding and negotiation Provide multiple viewpoints Transformation into implementation is improving, but no magic button yet 18

19 Abstraction facilitates Convergence Technology is something much larger than the tool itself. It refers to the system of rules and procedures prescribing how tools are made and used… To have a technology…there should be some agreed-upon ways of doing things in a social group. Kathy Schick, Nicholas Toth : Making Silent Stones Speak (p. 49) 19

20 Tool makers 20

21 Convergence is Happening SDLC methodologies and development tools Domain-specific tools and declarative languages Right tool for right user Artifacts interoperate Better separation of concerns More integrated SDLC IDE is a nexus of control Integrated testing Integrated modeling Integrated enterprise standards Operational Topology Modeling Constrains artifact deployment Hooks to monitoring tools Logical and Physical traceability Layers of stack inter-relate Problem in runtime maps to logical, maps to role and process 21

22 Why is any of this important? The need to be agile is not just about keeping up. Better User Experience reinforces affinity Loyalty Relationship growth (human and financial) Brand perception Financial Institutions Transact Trust The more virtual the methods of transaction, the more trust defines the relationship Even non-criminal disruptions are catastrophic to trust Brittle architectures increase the risk of disruption 22 We believe good men more fully and more readily than others: this is true generally whatever the question is, and absolutely true where exact certainty is impossible and opinions are divided…It is not true…that the personal goodness revealed by the speaker contributes nothing to his power of persuasion; on the contrary, his character may almost be called the most effective means of persuasion he possesses. Aristotle, Rhetoric

23 Resources Burton Group Research Application Platform Foundations VantagePoint 2005-2006 SOA Reality Check VantagePoint 2007-2008: Build for Today, Design for Tomorrow IDEs: Swiss Army Knives for the Enterprise Building the Business Case for Service Oriented Architecture Investment Web Presentation Technologies Service-Oriented Architecture (SOA) Infrastructure Related Resources Calvin, William. The Cerebral Symphony. Bantam. 1990 Carroll, John (ed.). HCI Models, Theories and Frameworks. Morgan Kauffmann. 2003. Norman, Donald. The Invisible Computer. MIT Press. 1998 Schick, Kathy and Nicholas Toth. Making Silent Stones Speak. Touchstone. 1993 Winograd, Terry. Understanding Computers and Cognition. Addison Wesley. 1986 23 Submit a business card and receive a complimentary report.

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